This document presents proceedit, a company that collaboratively develops, manufactures, and markets BPM processes, connectors, and vertical software solutions. Proceedit uses a collaborative model where customers, partners, and proceedit work together using proceedit's BPM process factory and development programs. Key advantages of proceedit's model include affordable pricing of $1.60 per hour of effort per user, the ability for customers to "try before buying", and the potential for large cost savings over traditional BPM implementations.

1. Versión 02Company's Presentation for Partners1Company’s Presentationfor Partners“the BPMprocess factory”Collaboratively manufacturing and marketing of “prêt-a-porter” BPMProcesses, Connectors and Vertical Software Solutions

2. ContentsBPM & BPMSBPM MarketproceeditVersión 02Company's Presentation for Partners2

3. Versión 02Company's Presentation for Partners3BPM & BPMSChange of Paradigm – Functional IssuesExtendedOrganizationTraditionalOrganizationProcessFunctionInternal UsersSupervisorsInternal ApplicationsEmployeesInternal ApplicationsStructured CommunicationNon Structured CommunicationBPMSExternalizedUsersThird PartiesThirdPartyThirdPartyThirdPartyExternalUsersInvited UsersExternal ApplicationsExternal ApplicationsFocused on Register of TransactionsFocused on Procedures Support

4. Versión 02Company's Presentation for Partners4BPM & BPMSChange of Paradigm – Conceptual IssuesBPMS

5. BPM & BPMSDefinitions - BPM & BPMSVersión 02Company's Presentation for Partners51.970+BPM =Business Process ManagementConceptMethodology2.000+BPMS =Business Process Management SuiteToolTechnology

6. BPM & BPMSDefinitions - BPO & BAMVersión 02Company's Presentation for Partners6BPO =Business Process OperationManagementWorkBAM =Business Process MonitoringTool Supervision

7. BPM & BPMSDefinitions - BPM Process Technological Implementation on a BPMS Platform of a business procedure established by applying the BPM Methodology which, once invoked:Interacts with Actors and Systems, by means of Personal Tasks, Automated Tasks and Connectors to other applications, Generates actions and manages data and metadata, transactions, documents and KPI’s and,Is monitored by KPI’s which, once having been analyzed, permit its automation.Versión 02Company's Presentation for Partners7

8. Elements BusinessConsultancyBPM & BPMS 5 Steps for BPM Processes DeploymentVersión 02Company's Presentation for Partners81EstablishBPMWorking ProceduresActorsSystems2DevelopTechnological ConsultancyPersonal TasksBPMSBPM Process ClassesAutomated TasksConnectors3Operate OperationsBPOBPM Process InstancesActionsData and MetaDataTransactions4MonitoringSupervisionDocumentsKPI’s from InstancesBAMKPI’sOptimize5

9. Versión 02Company's Presentation for Partners9BPM & BPMS BPM & BPMS =Heard of the OrganizationExternal Collaborative UsersInternal Collaborative UsersOffice, OCR, Outlook, Exchange, Web, Intranet, Extranet, …ExtendedOrganizationZona CloudCollaborative ApplicationsBPMS PlatformsDocumental BasesThird PartiesManagementBPMSDocuments and MetaDataERP, SCM, … Third Party ApplicationsBusinessInformationApplicationsBPMS Platformsand BPM ProcessesSupervisoryUsersThird Party UsersData and RelationsBI, …e-commerce Transactional ApplicationsBases de Datos Relacionales ExternalizedOrganizationCRM, ERP, SCM, RRHH, … Internal Transactional UsersExternalized Transactional Users

10. BPM & BPMS BPM & BPMS FunctionsOperates the business procedures, sending tasks to the actors at the right time and execute automated tasks and connectors against the involved internal and external systems1Procedural MotorProvides a single interface for collaborative work to the users of any organization2CommunicationBus Transports Data and Documents among the different Actors and Systems involved in the Working Procedures3User’s Unified InterfaceVersión 02Company's Presentation for Partners10

11. Versión 02Company's Presentation for Partners11BPM & BPMS BPM Processes ExamplesThere are a huge number of distinct business procedures and therefore BPM processes an organization can operate. We could talk about tens in micro companies, hundreds en small companies, thousands in big companies and Public Administration and tens of thousands in Corporations. Among the most common BPM processes in any organization, we could cite:Registration of Project Working Hours.

12. Planning, Launching and Monitoring Activities.

13. Entry, Register and Standardised Revision of Incoming Documents.

14. Edition, Revision, Approval, Distribution and Standardised Register of Outgoing Documents.

15. Storage and Distribution of Incoming and Outgoing Documents.

16. Management of Decisions by Consensus.

17. Management of Products and Services Items and Redaction of Offers to Customers.

18. Management of Orders from Customers.

19. Management of Orders to Suppliers.

20. Billing Clients for Products and Services Provided.

21. Entry, Processing and Automated Recording of Accounting Documents.

22. Management and Recording of Salary Advances and Justification of Travel Expenses.

23. Management of Complaints.

24. Application and Control of Holiday Days.

25. Organisation and Monitoring of Meetings.

26. Management of Shared Resources.Versión 02Company's Presentation for Partners12BPM & BPMS BPMS versus ERP, SCM, DMS & CRMBPMS is a completely new technology (for most of the softare vendors it’s available since only three or four years ago) and distinct, we could say opposite, to which ERP’s*, SCM’s*, DMS’s*& CRM’s* arebased on;and to the different collaborative applications used by companies; not only in its technical conception, but also in the way it interacts with users. With respect to the applicable scenarios and concrete functions of the BPMS technology, we could summarize them in the following phrase:“All which with technologies as ERP, SCM, DMSand CRMis highlycomplex to automate, if not infeasible due to its elevated implantationcost, it is solved with BPMS on a natural way, in less time, with lessinvestment, highest sustainability and achieving a biggest users’satisfaction”.*ERP= Enterprise ResourcePlanning; SCM = SupplyChain Management; DMS= DocumentManagement Systems; CRM = Customer Relationship Management.

27. Versión 02Company's Presentation for Partners13BPM & BPMS Process versus TransactionBPMSDrivesthe Action!Actors >ActionsProcess >Task 1Task 2Task 3Task …Task …Task …Task …Task …Task …Task nDocumentsDataRegistersthe PastTransactionsSaves theDocumentsERPDMSTransactionsDocumentsTransaction 1

28. BPM MarketA Good QuestionWhy we talk so much about BPM?Cash Flow. Each BPM Process correctly developed and deployed generates an enormous jet of Net Cash Flow for the End User.Business. It is a huge potential business for the IT Industry.Versión 02Company's Presentation for Partners14

29. Versión 02Company's Presentation for Partners15BPM MarketSavings Implementing BPM - A real Case

30. Versión 02Company's Presentation for Partners16BPM MarketPotentialBPM BusinessAs an estimation, there are in the World, approximately, 65.000.000Organizations potentialy users of BPMAs an average,5 BPM Processesper Organization0,9 BPM Processes / year /100 inhabitants325.000.000BPM Processesto be deployed5 years fordeployment1.000 hours / BPM Process180 Millionsof man-years0,50 % of theWorld Population5 years fordeployment277.500 US$TCO / Process90,2US$ Trillions28,7 % of the Global GDP5 years fordeployment176.300 US$NCF / Process57,3US$ Trillions18,2 % of the Global GDP5 years fordeployment

31. BPM MarketPotential Market VolumeMost probably, the development and deployment of BPM Processes is one of the IT business with the highest potential of the past years, if not the highest:65.000.000+ potential End Users. 100.000+ distinct BPM Processes.500+ Processes/End User to implement.Versión 02Company'sPresentationforPartners17

32. BPM MarketBarriers and BrakesHuge Investment. A huge investment in consulting services, licenses, systems, maintenance and support is required.High Effort. A long time and effort is required for the transmission of business knowledge and its transcription on a technological support.Lack of Expertise. There is a lack of trained experts in BPM in its two aspects, Business Consulting and Technology Consulting.Fear of Risk. Fear of financial risk for a technology failure or an incorrect implementation.Resistance to Change. Fear of the implications for change in how to manage the Organization (break the comfort of the routine, jobs obsolescence, chock after showing the real workload, change of responsibilities, collaborative model, ...).Versión 02Company's Presentation for Partners18

33. proceeditA Second Good QuestionWhy to pay more than 1,60*US$ per hour of effort** and per concurrent internal user, for the development of yours BPM Processes?Versión 02Company's Presentation for Partners19*The Applicable Rate is 1 SDR(Special Drawing Rate) per hour of effort and per Concurrent Internal User, equivalent to 1,60 US$ at August 12, 2.011. See daily currency exchange rate at http://www.imf.org/external/np/fin/data/rms_sdrv.aspx**Total man-hours effort applied to the Development and/or Standardization of the BPM Process, Connector and/or Software Vertical Solution.

34. proceeditOur Answerproceedit, an innovative multinational cluster, co-developing and co-distributing BPM Processes, Connectors and Vertical Software Solutions, together with our Partners-Shareholders and End Users, sharing and applying a common business model:BPM Process Factory + ours Development & Standardization Programs.300+ BPM Process Corporative Catalogue.try & buy and try & lease business approach.1,60 US$/hour/CIU, an affordable Product License Price.10 % Royalty return for our Customers.Versión 02Company's Presentation for Partners20

35. proceeditOur 3 PrinciplesCollaborative Development.Standardization. Reutilization.Versión 02Company's Presentation for Partners21

36. proceeditAn Innovative Collaborative ModelVersión 02Company's Presentation for Partners22CustomersCo-development300+ BPMProcessesPartners -ShareholdersproceeditCatalogueFactory & ProgramesPartners -ShareholdersCo-distribution30+ ShareholdersCustomers

37. proceeditOurEasy Business Model 1 > 2 > 31try & buyor try & leaseNo commitment= No risk21,60 US$*per hour of effort & per concurrent internal userFair &Self-payableAffordable& Scalable310 % Royalty for Customer!Versión 02Company's Presentation for Partners23*The Applicable Rate is 1 SDR(Special Drawing Rate) per hour of effort and per Concurrent Internal User, equivalent to 1,60 US$ at August 12, 2.011. See daily currency exchange rate at http://www.imf.org/external/np/fin/data/rms_sdrv.aspx

38. proceeditBPM Process Factory & Developing ProgramCustomer ADeveloperPartnerproceeditPartner AproceeditPartner ACustomer’s Commitment Line !!!BPM Process FactoryProposesRequirementsAnalysis +Approximate BudgetDevelopment & TestsAnalyzesRequirements11,60 US$/hour/CIU*try & buy* Concurrent Internal UserCustomer ACustomer ACustomerBuys Licenses+ MaintenanceOperates theProcesses and ConnectorsGOGOORGOtry & leaseContractsSaaSor CloudComputing EndEndEnd9 %/monthOKbuy or leasetryEndVersión 02Company's Presentation for Partners24

39. ReutilizationDevelopmentproceeditBPM Process Cataloging & StandardizationCustomer Aproceedit& Partner BProceedit’sBPM Processes, Connectors & Vertical Software Solutions Catalogueproceedit& Partner ABPM ProcessCustomization &StandardizationBPM ProcessDevelopmentCustomer BVersión 02Company's Presentation for Partners25

40. proceeditBPM Process Reutilization1BPM Process OriginalDeveloperproceeditPartner BproceeditPartner B15 %Customer’s Commitment Line !!!ANDBPM Process FactoryRoyaltyPresents the BPM ProcessBPM Processand Connectors CustomizationCustomer A10 %1,60 US$/hour/CIU*try & buy* Concurrent Internal UserCustomer BCustomerBuys Licenses+ MaintenanceCustomer BANDOperates theProcesses and ConnectorsGOORGOtry & leaseContractsSaaSor CloudComputing EndEndAND9 %/monthOKEndbuy or leasetryVersión 02Company's Presentation for Partners26